Distribution Logistics
The level of service to the Customer represents a crucial competitive factor to overcome competitors: therefore, logistics becomes decisive both to obtain excellent results and to curb the costs to reach them. The distribution network, warehouse organization and transport planning shall ensure top performances and efficiency,
suitably combining organization and technology.
Main areas of intervention
- Audit of strategies and logistic activities. Analysis of cost structure and division, determination of the KPIs to be monitored;
- Warehouse masterplan to check the possible development lines
and determine a reference scenario for growth prospects;
- Decrease in costs and improvement of service along the whole Supply Chain, defining the organization criteria and technological interventions;
- Design of the distribution network determining quantity, size and best location of the Distribution Centers, analyzing the logistic costs and comparing them with the results in terms of service levels, delivery times, product availability etc.;
- Analysis of transport costs and methods to improve the cost/service ratio; reorganization of delivery routes and rounds, definition of the principles of vehicle saturation and price and contractual conditions;
- Optimization of the warehouse performances by defining lay out, organization and operating procedures, means (assessing the convenience of automatic systems), equipment and IT aids.
Interventions concern both the reorganization of existing warehouses and the design of new warehouses;
- Analysis of convenience regarding the introduction of new logistic software programs (WMS, SCM, TM, etc.) and support to start-up;
- Analysis of the warehouse job to study processes, productivity, saturation and determine critical or low added value phases by introducing a method of continuous improvement into the company;
- Check of the warehouse and transport system projects through dynamic simulation;
- Analysis of the convenience to outsource both warehouse and distribution. Definition of contractual conditions, price structure and KPIs to be managed with the Third Party;
- Benchmarking of the service by assessing the rendered service and the service perceived by Customers;
- Design and installation of panels to control the logistic KPIs using Business Intelligence techniques.
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the method
Audit
The strong and weak points of the present Supply Chain are defined, determining the possible interventions and underlying the expected advantages, the requirements needed to obtain them, any risks as well as the necessary time and resources.
Feasibility study
It defines the strategic, technological and organizational options to eliminate any weak points and reach excellent levels as regards efficiency, accuracy and service. It determines alternative solutions which are analysed and presented, defining their values in terms of obtainable results, budget and return on investment, operating costs, flexibility, and realization times.
Detailed project
It is the analytical project of all components of the Logistic System to issue the drawings and technical and functional specifications necessary to launch the tenders for contract.
Management of the implementation
Technical assistance to tenders, check of the technical content and times to implement the project, logistic project management and on site supervision, personnel training and assistance to inspections, start-up and commissioning of the Logistic System are the services offered to support the Customer.
Periodical control of efficiency
After commissioning, the results actually reached are checked together with the causes of any deviations from set goals, while new targets to be achieved are defined in a logic of “continuous improvement”.
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